Loyola's motto is "Strong Truths Well Lived. Loyola's shield is quartered with the lower half reproducing elements from the coat of arms of Saint Ignatius of Loyola, founder of the Society of Jesus and our namesake. These include the two wolves and kettle and the seven maroon and gold diagonals. John Ozazewski, a graduate, and composed by Felice S. Iula, the director of Loyola's glee club at that time.
Hear Ryan E. Fremgen, S. Fregmen and a group of faculty. These were sung not only at athletic games but during military training, ceremonies, and other events. Your browser doesn't support HTML5 audio. Here is a link to the audio instead. In recent years, the menu has expanded to include tacos, pizza, and nachos. By popular demand, a special edition of Midnight Breakfast returns for Milestone Reunion for alumni to get their maple syrup fix. For centuries, Catholic schools—and especially Jesuit schools—have marked the beginning of a new year with the Mass of the Holy Spirit.
This tradition dates back to the first Jesuit school in Messina, Sicily, in The Loyola community gathers in Alumni Memorial Chapel the second Sunday in September for music, song, and prayer, as Loyola's president blesses the community for a healthy, productive, fulfilling academic year. The color crimson, worn by the priests concelebrating Mass and decorating the chapel, represents the embrace of the Holy Spirit. Greyhound pride reaches new levels for the annual men's lacrosse matchup against our long-time neighborhood rival, the Johns Hopkins University Blue Jays.
The Loyola community gathers in Alumni Memorial Chapel in early December for Lessons and Carols, an ecumenical service rooted in the great English choral tradition that combines seasonal music and scripture readings of the Advent Christmas Season in a beautiful candle-lit setting. Explore Lessons and Carols. The highly-anticipated event, organized by the Black Student Association BSA , brings hundreds of students, families, faculty, administrators, and friends to campus every spring for a night of music, fashion, culture, and community.
The highlight of the spring semester, Loyolapalooza is an annual concert-carnival-Quad-gathering festival for the entire student body. The event takes place shortly before finals, is organized by the Student Government Association, and features rides, food, and free live music on a giant stage in front of the Humanities building.
Explore Loyolapalooza. Loyola men's basketball has faced off against Mount Saint Mary's for more than a century—and at one time, this athletics tradition was the longest running basketball rivalry in the state of Maryland. Whether the Clash takes place at Reitz Arena or away, Greyhounds fans will turn out in droves to chant "Beat the Mount. For 70 years, alumni have returned to campus every year to join the current senior class for a night of shucking oysters and delicious food, live music and dancing, casino-style gambling and games, and more.
Students wake up—and line up—at dawn to get tickets to this sold-out show every semester. The Belles and the Chimes, Loyola's male and female a capella groups, pull out all the stops for their fall and spring concerts and always leave the audience wanting more.
It is easy to get lulled into a false sense of security when we have enjoyed several years of strong entering classes of undergraduate students even while we acknowledge an alarming decrease in graduate student enrollment that has been occurring over a period of many years.
It is important to note that this year is the first year where more than 50 percent of our new freshmen come from outside of Illinois. This is not happenstance; it is the result of a very deliberate adjustment in our recruiting practices over the last few years.
All of this data has been shared by our CFO, Wayne Magdziarz, during his frequent town halls and department meetings in the past and will, again, be updated and shared this fall when he facilitates discussions about our financial planning and status across all campuses this year.
I ask you to please attend these sessions. When compared to many of our peers, our undergraduate results are unique and directly counter to declining enrollment trends being experienced by so many. These more widespread declines, however, are not at all surprising and have been very predictable.
To understand the demographic trends that forebode dramatic changes in the demand for higher education, particularly in the mid-west and north east, I encourage you to read the book by Nathan Grawe entitled Demographics and the Demand for Higher Education published in In addition to the demographic trends which we cannot control, we can neither deny nor ignore the changes being driven by employers and our potential students who include recent high school graduates through mid-career professionals.
They expect us to innovate and adapt to support rapid technology developments and anticipate how our role must change to best prepare them to meet future needs that are not yet defined. Higher education as a sector is being challenged in ways never before experienced. We need only to look at other sectors, industries or businesses to see how lack of adaptation or being too slow to innovate has had disruptive results.
Consider the changes in health care over the last years; look at newspapers, printed media, and the current methods and cycles of media distribution. Consider former technology giants that were considered cutting edge and the first to produce early computers, new technology, and supporting hardware dominance.
There are numerous examples and many case studies of former market leaders who failed to adapt, who failed to innovate, who are either no longer in existence or have had to merge with others just to survive. Higher education is not immune and we are experiencing, at a much more rapid rate, these same realities, resulting in closure or consolidation across many institutions in many areas of the country. So, where do we go from here?
How will we proceed? How will we live into being contemplatives in action? We have an opportunity many other institutions do not—that is to leverage our current strong position, our unwavering commitment to our mission and our strategic planning process to define our future. That future begins now. This is not an option for us. It is an imperative. It is what we are being called to do. When the generations that follow us here look back and review how we chose to adapt as the Jesuits have always done so effectively, what will they see?
As we strategize, as we innovate, as we think differently, as we challenge ourselves to be bold, we already know there are some fundamental things we must continue to do—things that define who we are, what we are called to do.
We must continue our work to provide substantial financial assistance to support the diversity that is key to academic vitality, depth, and relevance. We are called to develop a plan and the means to achieve it so that no admitted student is unable to attend Loyola due to lack of financial means. Even though our enrollment management team has been able to closely manage our discount rate that directly impacts our net tuition, we still target and achieve the goal that approximately 25 percent of our students are eligible for Pell Grants.
This is so important. These students have clearly demonstrated significant financial need. This percentage, 25 percent, is the highest among our Jesuit school peers and something that we are both proud of and committed to continue supporting. The recent U. News and World report information also placed us among the top private institutions in the country for graduating our Pell-eligible students. We must continue to develop a more diverse, equitable, and inclusive student-focused community.
We will continue to devote resources, even beyond what we have already done, to increase the diversity and retention of administrators, staff, faculty, and students, and to incorporate impactful practices for inclusion and equity throughout the community.
Three years ago, during my inaugural address, I called out the disparity in graduation rates between our students who identified as white and our students of color and challenged all of us to work towards closing that achievement gap. While we are making progress, we have not yet come close to significantly improving these outcomes.
We must continue to find ways to support all of our students toward achieving their degrees. But we have much to do. We have already identified and have committed to implement the priorities emerging from the Examen process and will embrace the Universal Apostolic Preferences that call us to walk with the poor and marginalized, focus on student formation, care for our common home, and rely on collective discernment and the Spiritual Exercises to guide our decision-making and call to reconciliation.
Through our service, scholarly work, and human solidarity, we will continue to accompany the poor, the sick, migrants and refugees, and work toward greater equity and social justice grounded in faith. We already do this in so many ways but there is always so much more we can do.
Thanks to the work of so many of you, later this fall we will publish the first comprehensive compilation of the numerous ways we live into being an anchor institution for Chicago as evidenced by our civic engagement and economic impact. We will continue to answer the call to develop and grow innovative, mission-aligned academic programs to serve students at every age and every stage of their lives and we will make greater use of technology to bridge distances and enhance online learning to expand access.
The law school has shown this year that when we think differently, when we meet the needs of our students, we can change our trajectory and compete successfully. Arrupe College, which enrolled its fifth class this fall, was a daring initiative that has already surpassed its goals in creating a new educational model for two-year programs. The first class of students who went on to earn bachelor degrees graduated this past May, four years from when they began at Arrupe.
Yet there is so much more to do at Arrupe College and there is so much more that we must share with others to replicate this academic model across the country. Working collaboratively with students, faculty, administration, staff, alumni, community members, corporations, and foundations, we will build upon our engaged learning requirements and align our global strategy with our broader vision and mission.
With new leadership in Advancement and active support at all levels of the University, we will build a culture of alumni engagement that has never existed at Loyola Chicago, and commit to a long-term plan of fundraising and philanthropic investments that support our strategic goals and core mission foci.
In the weeks following the Final Four, Loyola signed a transfer, Tate Hall, who would become its second-leading scorer this season.
Lawrence, 43, entered the filmmaking world while attending film school at Loyola Marymount University. Ignatius Loyola. So I think that it is something that would make Saint Ignatius Loyola very happy. The chief interest about it to us was that here St.
Ignatius de Loyola made his first profession. That time of danger produced the exalted zeal of Xavier and the intense, thoughtful, organizing zeal of Loyola.
0コメント